Leading with Heart: The Key to Business Growth and Fulfillment

New Episode Alert! Ed Drozda, The Small Business Doctor, sits down with Randy Lyman, author of The Third Element, to discuss the power of vulnerability in business. Learn how genuine leadership and embracing your authentic self can lead to unparalleled success. Tune in! #Podcast #BusinessGrowth 

Episode Transcript

(00:10):
Welcome to The Water Troughwhere we can't make you drink,
but we will make you think.
My name is Ed Drozda, The SmallBusiness Doctor, and I'm really
excited you chose to join mehere as we discuss topics that
are important for small businessfolks just like you.
If you're looking for ideas,inspiration, and possibility,
you've come to the right place.
Join us as we take steps to helpyou create the healthy business
that you've all.
Always wanted.

Ed Drozda (00:44):
Welcome back to The Water Trough folks, this is Ed
Drozda, The Small BusinessDoctor.
Today I'm joined by Randy Lyman.
Randy is an entrepreneur, anemotional mastery expert, and
the author of The Third Element.
With over 35 years of experiencein business and leadership,
Randy comes from modestbeginnings and has built the
American Dream.
It's his mission to help othersdo the same.

(01:06):
His personal journey,transforming from the completely
left-brained engineer to thefully developed right brain
coach he is today that shapedhis approach to leadership and
business growth.
Randy's coaching and speakingstyle are engaging, grounded and
highly actionable, empoweringothers to move beyond limiting
beliefs and step into their truepotential.

(01:26):
He's committed to guiding peoplethrough emotional healing,
growth, and self-discovery,ultimately leading them toward a
more abundant and fulfilledlife.
When he is not coaching orwriting, Randy enjoys exploring
new adventures with his family,working on his business, and
helping others embrace the powerof emotional mastery in every
area of their lives.

(01:47):
Randy, welcome.

Randy Lyman (01:50):
Hello, Ed, good to be here.

Ed Drozda (01:51):
Very nice to have you here today.
I gotta ask you, we're indifferent parts of the country.
How is your weather today?

Randy Lyman (01:58):
I am in Eastern Washington state and it's
beautiful up here today.
It's beautiful?
Western Washington's rainy, Ispent most of my life there, I
don't want to go back.
Eastern Washington I love.
It is more rural, farm country,and after the clouds pass over
the Cascade Mountains it's dryon this side of the state.

Ed Drozda (02:17):
Oh my gosh, i'd trade anything for that because down
here in Eastern North Carolinait is anything but dry.

Randy Lyman (02:25):
Yeah, it's a tough time of the year for you guys
down there.

Ed Drozda (02:27):
Yeah, it can be.
Well, listen Randy, let's jumpright in here.
I'd like to ask you a little bitabout your journey from the
left-brained engineer to theright-brained coach that you are
today.
That's a fascinating journey,I'm sure.
Tell us a bit about it.

Randy Lyman (02:43):
In 1989 at the age of 28 I had multiple million
dollar businesses.
I was successful, but I wasn'tnecessarily happy, and I
definitely was not fulfilled.
I met a woman that I ended upspending three years with,
Maria, who I talk about in mybook, the Third Element, and she
opened my eyes to the unseenpart of life, the more

(03:03):
emotional, spiritual side of thehuman experience.
And holy cow, did that change mylife.

Ed Drozda (03:09):
Just how did it change your life?
What were some of the thingsthat turned things on their ear?

Randy Lyman (03:14):
My approach to success and what I thought would
be happiness was to educatemyself as much as I could and to
work as hard as I could.
Two of the three elements ofbeing human are the mental and
information education, etcetera, and our body and the
physical world.
I was under the impression, thefalse impression that was
enough.

(03:34):
The third and final element isour emotional selves.
What are we feeling today?
What emotions are we hangingonto from the past?
And how can we become moreemotionally fluid?
Meaning we don't avoid ouremotions.
Instead we embrace them and wework through them.
Now, I don't use emotions tomake decisions.
But I certainly wanna be awareof what I'm feeling in any

(03:55):
situation and find ways torelease emotional energy from
the past.
And that brought me so muchsuccess.
My businesses grew to 30 and 40times what they were before I
started down this path ofemotional awareness.

Ed Drozda (04:10):
Okay you made this transition, and it's certainly a
very personal one, but in orderfor it to be effective in
growing a business, you have tosomehow be able to share this
with your employees to somedegree.
How did you go about doing that?

Randy Lyman (04:26):
Two parts to that Ed.
The first is I showed up moreclear without worry, without
anger, without frustration,without feeling so alone.
And when I was more clear as anindividual, then I was easier to
work with.
I was more kind andcompassionate and considerate,
and I attracted better people towork with.
The second part of the answer isI was able to teach others how

(04:49):
to interact with each other.
In a business setting,completely appropriate but from
a more caring, compassionate,approach means more listening,
more involving others indecision making, more
acknowledgement of what othersare doing.
So the three components thatcome out of that are
acknowledging people for whothey are, helping people feel
that they're really contributingto the cause,'cause many

(05:11):
people's life doesn't feelmeaningful, and if they can find
meaning in their contribution atwork, that's fantastic.
And then lastly, a sense ofbelonging.
Do they feel like they belong tothe group?
It's kinda like belonging to afamily in a way, but do they
belong to the group?
So I was able to change mybehavior.
I was able to change the way weapproached problem solving.

(05:33):
And then there were a lot ofsmall processes, and programs
and such I Incorporated into thebusiness to support those three
pillars of the acknowledgement,contribution and belonging.

Ed Drozda (05:46):
That's fascinating.
I believe a lot of folks inleadership find themselves maybe
due to insecurity, they findthemselves in a position where
they have to retain a certainamount of aloofness and distance
from their people.

Randy Lyman (05:59):
I'm gonna tangent on that somewhat, but I'm gonna
address how new leaders are morelikely to push their way through
rather than motivate.
So, when we grow up, especiallyas men, and for women it's gonna
be completely different, but I'mgonna speak to my position as a
man, in junior high and highschool if I showed any caring or
compassion it was brutal.

(06:20):
Men and young boys are not in aposition where they can show
their feminine traits becausethe other boys and the other men
will just beat the crap out ofthem.
So we learned to be protected.
We learned that we need ourmasculine traits to succeed, and
we push our way through as youngleaders.
We believe if we're tough andwe're macho and we're masculine,

(06:40):
then we're going to accomplishwhat we need.
When we're no longer in gradeschool or more likely, junior
high and high school and nowwe're young adults that whole
macho thing doesn't apply in thesame way.
And now we learn we're part ofsociety in a different manner,
meaning we're fitting in, we'recontributing, and we're dealing
with adults who aren't sobrutal.
Now, some adults are prettybrutal, but as we mature, then

(07:04):
we're able to deal with that.
So when I was first leadingpeople, my approach and again, I
grew up in the sixties and theseventies, our approach was push
our way through, tell peoplewhat to do, make sure they did
it.
If they didn't do it, there wasconsequences.
And young leaders take that moremasculine approach.
And then we get a little olderand we become a little wiser,
and we realize, well, people arehere because they wanna do the

(07:28):
best they can.
They're here because they careabout their family and they
wanna have a meaningful career.
And when we can tap into thedesires of the people we work
with and their desire forsuccess, their desire for
acknowledgement, their desirefor advancement, now we can
create an environment where it'smore collaborative instead of

(07:48):
forceful.
And that's just a natural partof growing up.
Again, a women's perspective isdifferent, but as a man, we
learn to force our way throughwhen we're young.
And then when we're a littleolder, we learn, oh.
There's a different and betterway to do this.
And that was my progression as aleader.

Ed Drozda (08:03):
From that space where you had a role to fill that
which you were born with, so tospeak, and realizing that was
not gonna be appropriate in youradult space.

Randy Lyman (08:12):
Exactly.
I realized it wasn't appropriateand I realized it caused more
harm and damage than good.
Through my three years withMaria and my 35 years on my
spiritual path, so to speak,I've worked through so many
issues personally that I canshow up calm, compassionate,
caring, even vulnerable,admitting my mistakes and asking
for help.
And when I do that, I do thatfrom a place of internal

(08:34):
strength and the people I lead,they recognize that strength and
they feel safe in that spacethat I provide, and they know
I'm on their side and I'm goingto help them succeed.
Now it's easy to lead them.
They know I'm there for them.
We do this together and weaccomplish so much more.
Now, that's not an easytransition from being a young
leader to a more mature and wiseleader, but that's the path I

(08:57):
had to go down.

Ed Drozda (08:59):
That's a very important point you just made
about being vulnerable.
Being vulnerable comes inmultiple forms.
I can be vulnerable, but I'llnever let you know it.
Or I can be vulnerable and makeit a part of my person, make it
evident.
I'm hearing you say just that,it's the latter, that it is part

(09:20):
of me.
It is me.
I think it can be construed asdisarming.
It gives people the reason togo, oh, oh, it's, well you said
safe, I'll say disarming.
Okay.

Randy Lyman (09:31):
Oh, I like your word better.
I'm gonna borrow that and usethat going forward.
That's really what happens.
If I show up protecting myself,people feel that and then they
protect themselves and we're allworried about what other people
think, and am I going to getapproval mm-hmm and then that
gets in the way of getting thejob done.
When I realize my power toaccomplish things comes from the

(09:51):
people I lead, it doesn't comefrom my title, it doesn't come
from my authority, my true powerthat I can accomplish as a
leader comes from thecontribution of my team and the
contribution of my team isdirectly tied to do they feel
safe and supported.

Ed Drozda (10:08):
We all have a need to feel valued, to belong, and that
goes to our workspace as well asour home life, and anywhere
else.
I believe what happens is we'redisengaged.
We're not engaged because thereis that sense that in order to
succeed in the workspace, wehave to follow a particular
regimen and ignore our own needfor value.

Randy Lyman (10:33):
And, in many workspaces that is absolutely
true, but in a more evolvedworkspace that you and I are
used to, and we're talking aboutdirectly here today, where
people are caring, considerate,compassionate, intelligent, and
hardworking, also, those arevaluable, when we are in a
functional workplace rather thana dysfunctional workplace,
mm-hmm, then everything isdifferent.

(10:54):
When I can come in and I can bedisarming by being genuine, by
being vulnerable, by listening,and engaging other people in a
different dynamic, people showup without having to keep their
guard up.
They're not spending time andenergy protecting themselves.
They're not spending time andenergy gossiping.
They are part of the creativeprocess.
Now I have to teach people howto problem solve.

(11:16):
I have to teach people how toget along and disagree and still
get along, and it takes time toteach all those things.
And that's what I do with myone-on-one coaching and my
corporate coaching.
But when we can create andnurture an environment like that
with an investment, it reallypays off.
Not just because work is easier,people get along, but because
the business numbers are so muchstronger and the financial

(11:39):
success is there.

Ed Drozda (11:41):
I look at the numbers and the financial success as
result of that change in theattitude, a result of the change
in that approach, that lack ofdefensiveness, that openness,
that acceptance, thatvulnerability.
I see those things as leading toimprovement in the numbers and
the financial situation.
Yes?

Randy Lyman (12:01):
Yes, exactly.
Leaders mostly are motivated bynumbers, but most team members
are just not motivated bynumbers.
But the team members do drivethe numbers.
So the numbers won't drive theteam members, but the team
members can drive the numbers.
So the leaders responsibility ishow do I take the goals that I

(12:21):
have for myself and my team andfor the company and help the
entire team get on board withthe mission.
That's where the investmentreally pays off because it is an
investment.
It doesn't just happen in a dayor a week, or sometimes even a
year.
Usually within a year you canget it done, but that's a big
investment in time.
And leaders say, I don't havethe time to do this.
Well, the question then becomes,do you have the time to

(12:44):
micromanage?
Not necessarily evenmicromanage, but to constantly
guide people.
We want people who understandthe goal and understand the
mission and understand how toget there, and that's where the
investment pays off.

Ed Drozda (12:57):
There's another thing that comes to mind here.
When somebody says that willtake too much effort, I think
the alternative question isquite valuable.
Can you afford not to?

Randy Lyman (13:08):
Exactly.
I don't know if Abraham Lincolnsaid this or not, people say,
Abraham Lincoln said, if youhave four hours to cut down a
tree with a saw or an ax spendthe first three hours sharpening
your tools, and then the restgoes easier.

Ed Drozda (13:21):
I'm 71 years old and I have to tell you I've never
heard that, but that makesperfect sense.
Sharpen your tools.

Randy Lyman (13:28):
Sharpen the tools, and then they stay sharp longer
and it's easy to resharpen themand everything works.
And people want to learn whenthey feel that they can show up
and make mistakes and they'resafe to be themselves.
Then most people, not everybody,but the right people on the
right teams, they wanna learn,they wanna improve, they wanna
do the best they can.
Now also, when we set them upfor success and we're doing a

(13:50):
good job as a leader, we canfind opportunities to praise
those people.
Mm-hmm.
And that's what really alsodrives teams is when we can take
the time as a leader to find anarea where we can genuinely
praise somebody for doing a goodjob.
Mm-hmm.
It will do better.
When this concept was sharedwith me 40 years ago I thought,
if I praise somebody for doing amediocre job they'll either

(14:13):
continue to be mediocre or worseyet they'll get lazy and they'll
do less.
Turns out that's not true.
If I praise somebody for doingmediocre or I even have to
stretch and say it was great youwere on time to work today they
are going to respond positivelyto that praise.
It has to be genuine, but itworks.

Ed Drozda (14:34):
Praise is interesting.
It strikes at the internalchords that we all have, most
importantly that it is genuine.
Any kind of false praise willresult in exactly what you would
expect.
Thanks a lot.
That was great.
It's much like trying to givesomebody a raise when they
really need a pat on the backand appreciation.

(14:55):
You know, here, here's somemoney, shut up now you're done.

Randy Lyman (14:58):
And your point goes further, which is when people
can feel us and they know we'regenuine, mm-hmm, then they can
hear us.
When they can feel us, they canhear us, and then we can have a
true communication.
But if we show up, we're in ourheads, we're in a hurry, or
we're not in a good mood, peoplesense that they shut off, they
don't hear a thing we say.

Ed Drozda (15:21):
Right.
When you're working with a groupof people, when you're working
with a business, this process isin my estimation a cultural
change or it's a cultural event.
Yes?

Randy Lyman (15:32):
Yes, and it works if the leader has two
characteristics.
First they need to be curious.
They can't be close-minded.
They have to be curious, andthey have to be curious about a
deeper perspective.
They wanna understand at adeeper level how they change
themselves, how they changetheir culture, and how they
improve their business.
So again, those are the two, twokey words, right?

(15:55):
Curious and deeper.

Ed Drozda (15:56):
I as the leader am curious.
I have the desire to do this,but I have a team working for me
who may not share my enthusiasmand even if I am effective at
being vulnerable, thereby givingthem an opportunity to know and
feel safe with me, I can'tassume that I will be able to

(16:17):
get them engaged with thisprocess.

Randy Lyman (16:21):
So the leadership team, if they don't have the
same characteristics ofcuriosity and a deeper interest,
then they're not gonna make iton the team in the long term.
As we grow as individuals, asleaders, and young entrepreneurs
need to know this, as we growpersonally and our business
grows, we're going to lose teammembers.
We're going to lose friends thatwe've hired, we're going to lose

(16:42):
people we really enjoyed workingwith.
We as leaders need to addressthat with caring, compassion,
and empathy.
We're not gonna get rid ofpeople because they didn't keep
up with the growth of thebusiness.
We're going to do what we can totrain them and help them find
their way.
But if ultimately they're notable to grow as a young or new
business grows, they're notgonna fit in anymore.

(17:03):
And that's okay because they'regonna find somewhere they fit in
and they're happy and they'rehappier overall.
So as we grow personally, thenour business grows and evolves.
Not everybody is going to stayalong for the ride, and that's
just a normal part of thebusiness.
I one time had to fire my bestfriend because he wasn't able to

(17:24):
get past his own challenges.

Ed Drozda (17:27):
Those things do happen and certainly the bigger
goal, the overarching goal inbusiness is the business.
Whether friends are formed orbrought into the organization or
not there will be times whenthat does mean taking steps that
are well, less than comfortable,put it that way.
What about the role of civilityin this?

(17:49):
How does civility fit in foryou?

Randy Lyman (17:53):
We never have any reason, as a leader to get
upset.
When I was younger, I'd getupset.
Did it get me results?
No, I lost respect.
People lost respect for me, andit didn't accomplish what I
needed to accomplish.
So today, when I have to dealwith conflict, I'm calm, I'm
confident.
I know that if I need to takeactions to give somebody some
time off or some training oreven termination, I can do that

(18:15):
respectfully, I can do that withconsideration.
I fired many people over myyears, but I've had at least
seven that I remember who havehugged me right when I finished
letting them go, because Iexplained to them what I
appreciated in them.
I explained how I felt theydidn't fit.
I explained a lot of thingsabout the situation that were
very frank and honest, includingthe appreciation for who they

(18:37):
were and they knew they didn'tfit.
And then it's like, wow, you didthis.
You fired me.
I fired them, but I did it withcalm, caring, and compassion.
Mm-hmm.
And they we're not expectingthat.
And we don't have to get upset.
It doesn't make us moreeffective as a leader.
What makes us effective as aleader is being grounded and
centered in the moment, feelingwhat we need to feel not being

(19:00):
irrationally emotional,'causethere's emotions that come up
that sometimes we have to putaside at the moment.
But at least being present andnot just being in our mind and
not being in a place where wethink we need to protect
ourselves.
We're dealing with facts.
We're dealing with human beings,we're dealing with people that
we can find some way to expressour gratitude for.

Ed Drozda (19:19):
Absolutely.
I love that little story aboutsome of the folks that you've
fired and who have embraced youand the idea that they're being
fired.
I've been in that positionmyself, and it all goes back to
the notion that as a leader,it's your responsibility to be
looking at the bigger pictureand making sure that everyone,

(19:40):
everyone is not only fitting in,but is deriving value from it.
And this goes back to the thingabout feeling valued.
And if that is the case, itcertainly is appropriate to say
to someone, this is not workingout, here's why.
This is what you've done, whatyou've accomplished for which
I'm grateful, but I know you'vegot so much more potential and

(20:02):
it doesn't reside here in thissituation.
And that is palatable to hear itthat way.
In fact, it's engaging andexciting.
There's potential.
And I imagine that you perhapslike myself have given people a
recommendation in view of thosethings, because it's not
personal in the sense of, well,the idea of quote firing sounds

(20:22):
so terrible, but really it's anopportunity for someone to move
on and to get from one space toanother.
There's no reason to block thatpotential for them.
Sure, something nefarioushappened or something criminal
happened, that's a differentstory, but that's very small
numbers.
And probably in the case of thenefarious things, it's because

(20:43):
you didn't take the time upfrontto develop a good awareness and
style of self to be an effectiveleader.
It probably goes back to that inmost of those cases.

Randy Lyman (20:54):
There's a whole myriad of reasons things don't
work out, but in the end thegoal is to treat that human
being with respect.
And if they're not a good personwe can still do our best to
acknowledge something positiveabout them.
Make it brief and be as kind aspossible in the situation.
To be kind in the situation evenif it's a situation where things

(21:17):
went really bad, that doesn'tmean we have to act badly
because they acted badly.
We can still stay calm andcaring.

Ed Drozda (21:25):
Yeah, it doesn't have to be an eye for an eye tooth
for tooth.
Right?

Randy Lyman (21:28):
It gets us nowhere; I agree with you.

Ed Drozda (21:30):
But let's be realistic, it is not that
unusual either.
It's out there.

Randy Lyman (21:37):
The reason people can be combative when they're
firing is because they'reuncomfortable with having to
deliver the message.
Hmm.
Or they're afraid that somethingwithin them is going to be
exposed.
This person I'm firing may knowsomething about me, or may call
me out on a mistake I made andsuddenly I'm not comfortable
being in a vulnerable positionwhen I'm firing somebody who

(21:58):
could attack me verbally, rightinformation wise, attack me
back.
So if I'm confident in who I am,and I know that who I am is
bigger than my title, biggerthan who I show up as, I am a
spiritual being on a human pathwho makes mistakes.
But if I'm caring and confidentand considerate, whatever that
person says to me won't shakeme.

(22:20):
Now, if I am playing games as aleader and I am not caring and
compassionate, then there'sparts of me that can be exposed
during this firing interaction.
Mm-hmm.
If I'm leading from a place ofcaring then even when I'm
vulnerable, there's nothingexposed.

Ed Drozda (22:40):
If you're vulnerable, chances are you've laid your
cards on the table.
You haven't shied away frombeing precisely who you are.

Randy Lyman (22:48):
And if I show up consistently as a good person
who's doing what's best foreverybody involved, and I do the
right thing even when it'sexpensive in the short term, I
do the right thing even whenit's uncomfortable then they
don't have to hide.
Then it's easier to show up andbe vulnerable.
But if I am a younger manager orI came from a dysfunctional
family or other dysfunctionalcompanies and I'm playing games

(23:11):
and I'm manipulating and I'mdoing all those things, then I
may act in a way that'soutwardly aggressive to protect
myself from being exposed,because I have something to
hide.

Ed Drozda (23:23):
It seems as if when it comes to engaging people in
the process of leading withvulnerability, of leading with
high quality, rock-solidemotional intelligence, you
gotta start early.
You gotta get'em before they'rejaded by the various things that
are going on out there, right?

Randy Lyman (23:42):
100%.
If a person, a leader has boughtinto a methodology or philosophy
of I wanna be tough and I'mgonna take before someone else
takes from me, I'm not gonnawork with that person.
No matter what we do, they'renot going to change because they
live their life that way.
Now, if a person believes I'mgoing to receive more by giving

(24:03):
more I'm going to be willing toshow up and expose my weaknesses
and trust that the people I'mworking with are not going to
attack me'cause I'm working withthe right people and it all
comes together.
But if we're working in adysfunctional company it doesn't
work.
If we're working with adysfunctional leadership team,

(24:24):
it doesn't work.
If we're working with a majorityof people who aren't going to
respond to positive input itdoesn't work.
It has to be the right group ofpeople.
It has to be the right leader,and it has to be the right
leadership team.
But here's something I wannasay.
If somebody says, I've changedmy ways, and yes I was an
asshole in the way I used tolead people, and yeah I've had a
lot of problems and the way Idid things didn't work.

(24:45):
But now I'm ready to findanother way of being, another
way of leading.
I'm gonna take the risk thatwhat Randy says is true, and I'm
gonna dive in, and the universewill get behind them and lead
them or support them to successif they're willing to make the
internal changes.
Then they can find success byattracting the right management

(25:08):
team and the right team members.
But they have to be willing togo through personal growth.

Ed Drozda (25:13):
They can't surround themselves with, and I'm using
the term winners in a positiveway, they can't surround
themselves with winners if theyare losers, correct?
Or pardon me, they can, butthat's not gonna work.

Randy Lyman (25:24):
It's not gonna work for the long term, and in my
book, The Third Element, I talka lot about the Law of
Attraction from a scientificpoint of view, Mm-hmm, and how
it works, all the way down tonuclear physics and Heisenberg's
uncertainty principle.
It's a fun story.
But we attract people who aresimilar to us, not exactly like
us, but similar, and we attractto us the lessons that we need,

(25:44):
and as we become moreemotionally clear,
intellectually intelligent, andmore hardworking, and we attract
to ourselves people who are moreemotionally clear, more
intelligent, and morehardworking, and who have the
same intent that we have.
If we have a pure intent, we'remuch more likely to attract
people with pure intent.

(26:04):
Pure meaning, let's do what'sright for everybody involved.

Ed Drozda (26:07):
Gotcha.
Gotcha.
So Randy, we are close to theend of our time together, so I'd
like to ask you if there'sanything that you would like to
leave us with.

Randy Lyman (26:16):
Well, for young leaders or older leaders who are
in a position where they'reconsidering changing, don't
doubt yourself.
Know that we all at points intime doubt ourselves.
We all try to be perfect, andthose two things hold us back.
We can't be perfect.
We're going to make mistakes andwe're going to have to learn,
but we started out with nothingand we've learned what we have

(26:38):
so far to get here.
And every one of us has theability to learn and grow and
improve.
Give yourself some leeway formistakes, give yourself the
opportunity to learn new things,and know that with an open mind
just about anything is possible.

Ed Drozda (26:55):
Well Randy, I wanna thank you for taking the time to
be with us today.
I sincerely appreciate it.
One of my big takeaways is theimportance of being self-aware
and allowing vulnerability toexist knowing that we are not
perfect, that we are what weare.
And in being what we are, wealso have the opportunity, the

(27:17):
possibility of change, which isa good thing.
Regardless of what we are it's agood thing that we can change
and we can adapt.
So I thank you very much forthis.
I hope that you'll continue tohave the opportunity, I'm sure
you will, to reach a lot ofpeople, enlightening them in
these matters, because there'scertainly nothing but potential

(27:40):
out there.
It would be nice to see a lotmore formative development
around these concepts that youbrought to bear.
So thank you.

Randy Lyman (27:50):
You're welcome.
Thank you for having me on, Ed.
I love your mission and all thegreat work you're doing.

Ed Drozda (27:55):
Thank you so much.
Folks this is Ed Drozda, TheSmall Business Doctor and here
at The Water Trough, I want towish you a healthy business.
I also want to encourage you, asRandy has mentioned to us, to be
aware of your leadership style,to be open and vulnerable in
your work environment.

(28:16):
Not to shy away from the factthat you are striving to be the
best you can be, not to shy awayfrom the fact that you are there
for your people who will in turnstand behind you, develop
greater engagement and greatercommitment.
Thanks folks.